Geoff Charles: preference

Transcript context

…Go on. I think that, again, strategy, financial plan, roadmap. I think where we landed on with OKRs were really around more cross-functional things in nature. So, for example, we'll have an OKR around winning a specific market and we'll have OKRs that are cross-functional across different teams. But, again, an OKR is just a method to measure an objective with metrics and you can use them at various levels of granularity. I stay away from them from a product perspective because, again, I want to focus on velocity, which is just output, which is your roadmap, but they're pretty strong at more of the cross-functional side of things as well as the financial side of things. I don't even know what separates an OKR from not an OKR. I feel like OKRs are just a goal with some high-level statements of things we're trying to accomplish. I don't even understand when people say they use OKRs or don't, what that even means anymore. There's a recurring point on this podcast and other posts of just people are weary of just being obsessed with, "Here's the metric that we're going to hit and that's all that matters." And there's a fear they lose sight of the bigger picture, what they're trying to accomplish. But I think in the end, it's just like, "Here's what we're trying to do. Here's some goals, we're going to hit it," because I don't know care, I don't know.…

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